Discovering quiescent meanings in technologies: exploring the design management practices that support the development of Technology Epiphanies

In contemporary business and academia, design has been increasingly viewed as an important strategic asset such that several scholars and executives have recently investigated the links among design, innovation and competitive advantage. Indeed, recent and emerging literature streams are exploring the potential contribution design can provide in valorising and differently adopting new or existing technologies [Dell’Era, Marchesi, and Verganti 2010. “Mastering Technologies in Design-Driven Innovation – How Two Italian Companies Made Design a Central Part of their Innovation Process.” Research Technology Management 53 (2): 12–23 Buganza et al. 2015. “Unveiling the Potentialities Provided by New Technologies: A Process to Pursue Technology Epiphanies in the Smartphone App Industry.” Creativity and Innovation Management 24 (3): 391–414]. This paper aims to investigate the design managerial practices able to support Technology Epiphanies, which are defined as the discovery of quiescent meanings in new or existing technologies [Verganti 2009. Design-Driven Innovation. Changing the Rules of Competition by Radically Innovating What Things Mean. Boston: Harvard Business Press]. The paper relies on four in-depth case studies developed by both primary and secondary sources: Nintendo, Kartell, Technogym and KUKA Robotics. The paper identifies three design management practices that can guide managers in the development of Technology Epiphanies: interpreting technology as an enabling platform, building double-sided network and accessing new knowledge domains.